沃尔玛销售配方

AmericanRetailFormulaisLostinTranslation沃爾瑪銷售配方海外水土不服ByConstanceL.Hays解析導讀：李文肇翻譯：田思怡NewYorkTimes(LateEdition[EastCoast]),Dec6,2004.pg.C.6಑ΙഋӋ;ȈкМ0ϛឍ!1)Morethanadecadeago,Wal-Martsetitsgoalofconqueringtheglobewithamixofcheaplyproducedgoods,discountpricesandaggressivestoregrowth.Usingthatformula,thecompanyhasbecomethedominantretailingforceintheUnitedStates,butitsexperienceoverseas,whichbeganinearnestin1991,hasbeenmixed.̈ӻԑࠉȂآᅭᅴԻೲ೩ۡҬ኿Ȃौ๖ӫԙҏճཇޟ୦ࠢȃ׷ԚቋڷᑖྃᘗᘈȂо܂݈Ӓ౨ȄآᅭᅴᎬ೻଩ПȂԙ࣏к৚छ୽Ⴍ୵ཾޟкΨȄծѺՌ1991ԑғԒంଢ଼ޟ੕Ѵᘗ৤ငᡛࠓԙఁϚΙȄ2)Wal-MarthasstoresinArgentina,Brazil,Britain,Canada,China,Germany,MexicoandSouthKorea—aswellasanearly40percentstakeinSeiyu,aJapaneseretailer.ItalsoownsstoresinPuertoRico.آᅭᅴӵߡਲ਼טȃБՙȃ़୽ȃё਌σȃϛ୽σചȃኈ୽ȃᏎՙরڷࠒᗺ഍Ԥ፲ൟȂٮ᏿ԤРҏႭ୵ཾޱՙЄ຺ѿߖ40%޶᠌ȄآᅭᅴӵݰӻᏍӨζԤ۹७Ȅ3)OverseasventuresyieldmixedresultsforWal-Mart੕Ѵᘗ৤ငᡛԙఁϚΙThecompany,basedinBentonville,Arkansas,likestocelebrateitsinternationalflavoratitsannualshareholdermeetingbyhavingforeignworkersstandupandleadtheWal-Martcheer(“GivemeaW!”)inKorean,SpanishorPortuguese.ᖂϴѧ೩ӵߡ޻ՓԎੲႳᆰᅭޟآᅭᅴȂ൉᠍ӵԑ࡙޶ݍσོΰ፜Ѵ୽ষώଔҳȂҢᗺМȃՙੲбМܖိຉбМளሴσড়ଽ൅آᅭᅴޟ᠍ڳοဴȶ๝ר̡ȊȷȂо৤౪၎ϴѧޟ୽ሬॳਿȄ4)Butanalystssaythereisnotalwayssomethingtocheerabout.Insomeplaces,Wal-Martcanbecalledasuccessstory,atleastfornow.Inothers,the“Wal-Martway”hasnotbeenwell-received.ծϷݙড়ᇳȂڏᄂؠԤ٥ቄӻ঄ு᠍ڳޟٱȄӵ࢚ٲӴୢȂՍЍآᅭᅴҬࠉᗙᆗԙђȇծӵڏтӴୢȂȶآᅭᅴϞၾȷ൷ٮҐೝලႇ௥ڧȄ5)Culturalobstaclesonbothsidesoftherelationshipareoftenthereason;productsthatselloutquicklyinAmericanstoresmaysimplysitontheshelvesabroad,andtherecanbebuilt-inresistancetotheencroachmentofanAmericancompanyonlocalbusiness.Also,big,wealthycompaniesliketheFrenchretailerCarrefourcanbepowerfulcompetitors.ᚖПޟМϽܚᄺԙޟራᛤ࢐லَޟনӰȈӵछ୽፲ൟᄱ᎛ޟ౰ࠢȂӵ੕Ѵџ૖ᔤӵೲ࢜ΰ፲Ϛଢ଼Ȅ࿋Ӵੑາޱᄇछ୽ϴѧᡮॵᝁ֍ҏπӌཾȂζԤᇄҡ঍پޟתܢЖ౩ȄԪѴȂ჋ݲ୽ড়ዅᆋ೻ኺࢋσάԤᓀޟσႭ୵୦Ȃζ࢐஼ࠐޟᝯތᄇЙȄ6)Thentherearepoliticalandlaborissues.Althoughitisknownforbeingresistanttounionorganizers,Wal-MartgavewaytoChinesepressure—andlaw—inNovemberandsaiditwouldallowitsworkersinChinatounionize.ڏԩ࢐ࢇݽڷ഼ၥ୰ᚠȄآᅭᅴо௶ҌಢᙑώོޟΡ๿ᆎȂϬԑ11Тࠓөϛ୽ޟᔆΨ˕˕оЅݲࡡ˕˕݈ۧȂߒҰ஠ϰ೨ϛ୽σചޟ഼ώಢᙑώོȄ7)ɆIt’samixedbagoutthereforWal-Mart,”saidSteveSpiwak,aneconomistwithRetailForward,aresearchandconsultingfirminColumbus,Ohio,thathasWal-Martasaclient.“Theirproblemshavebeentryingtotransplanttheirstoreswithoutmoldingthemtolocalcustoms.”ȶ੕ѴѿൟᄇآᅭᅴԤցԤᄒȂȷ߼Ҽ߼ԎরগҀѿȶႭ୵ࠉᙁȷंـᇄ៫୰ϴѧϷݙৱѬအЉȅѬШҟպᇳȄȶтঈޟ୰ᚠӵܻȂтঈདौװ፲ൟΙড়Ιড়নࡌϚଢ଼Ӵಋේڗ੕ѴȂࠓؠԤՃኌڗ࿋Ӵ៫ࡊޟϚӣሯؑȄȷآᅭᅴ࢐၎ϴѧࡊИȄ8)Notsurprisingly,thecompanydisagreeswiththatassessment.“I’dsaywehaveagoodstorytotell”aboutinternationaloperations,saidBillWirtz,aspokesmanforWal-Mart.PointingtoeconomicdifficultiesincountrieslikeArgentinaandGermany,headded,“It’sameasureofoursuccessthatwe’vesurvived.”Infact,hesaid,theinternationalunithasgrownmoreinits13-yearhistorythantheWal-Martchain,whichbeganin1962,grewinitsfirst13years.“It’sagrowingpartofthebusiness,”hesaidoftheforeignoperations.آᅭᅴ࿋ณϚӣཎ೻໶ຟեȄآᅭᅴีِΡШᅭȆෳ૭ᇳȂӵ੕ѴငᕊП७ȂȶרঈԤ঄ுၓ᝺ޟငᡛџоϷٴȷȄтоငᔼ֨ᜲޟ୽ড়ԃߡਲ਼טڷኈ୽࣏ٽࡾюȂȶרঈӵ٥ٲӴП૖ࣀήپȂ൷ᆗ࢐࡞ԙђΟȷȄтᇳȂٱᄂΰȂآᅭᅴ୽ሬٱཾഋߞԙҳ̈έԑپޟԙߝȂШآᅭᅴ೿ᚇԻೲ1962ԑഺཾоپ಑Ιএ̈έԑޟԙߝᗙӻȄтᇳȂ୽Ѵᕊၼ࢐آᅭᅴཾ୛ȶғӵԙߝޟഋϷȷȄ9)Mr.SpiwaksaidthatanearlymisstepwasIndonesia,whereWal-Martbegantryingtobuildabusinessin1996.Indonesiansavoidedthebrightlylighted,highlyorganizedstores,hesaid,andbecauseshopperswerenotpermittedtonegotiatepricesthewaytheynormallydid,Indonesiansbelievedthegoodsweretoooverpriced.Ayearlater,Wal-Martleft.ѬШҟպᇳȂآᅭᅴ੕Ѵᘗ৤Ԟ෈ޟΙԩѶᆗȂ࢐1996ԑ໠ۖၐყӵӟѻ৤ཾȄтᇳȂӟѻΡϚདྷў೻ٲᐷӎ݂߫ȃϢณԤוޟ፲ൟȂՄиҥܻϚ૖჋ҁலΙኺଆቋᗙቋȂӟѻΡᇯ࣏୦ࠢቋਿЊິȄΙԑࡣȂآᅭᅴᄤᚔȄ10)InArgentinaandBrazil,anapparentignoranceoflocalpreferencesregardingcutsofbeefalienatedmanypotentialcustomers,Mr.Spiwakadded.AndinGermany,shoppersreactednegativelytothegreetersthatWal-MartusestolendafriendlyatmospheretoitssprawlingAmericanstores.“Itwasviewedastoofriendlyanddisruptive,invadingtheirspace,”hesaid.ѬШҟպᇳȂآᅭᅴӵߡਲ਼טڷБՙᡗณ܇౱࿋ӴᄇвՈഋ՝ޟ୑ԁȂᡱ೨ӻዖӵੑາޱࠓ؏Ȅآᅭᅴޟछ୽۹७७ᑖኄσȂӰԪӵ፲ൟѲ೎ԤܣڳΡষᕊഅЄ๡ޟ੉ݥȂծӵኈ୽ȂࡊΡᄇԪհݲІᔖϚٹȂѬШҟպᇳȈȶኈ୽Ρᇯ࣏٥ኺ҈ܣڳЊႆЄ๡Ȃᡐԙ҈ᘙȂ߭қтঈޟު໢Ȅȷ11)Internationalsalesmadeup18.5percentofthe$256.3billionWal-Marttookinlastyear,andinternationaloperatingprofitof$2.37billionwas15.8percentofthetotal.Ingeneral,thediscounterhashadbetterluckbypurchasingforeignchainsandturningthemintoWal-Martsthanbystartingabusinessinanewcountry.੕Ѵᕊԝћآᅭᅴўԑ2563ቇछϯᖂᕊԝޟ18.5%Ȅ੕Ѵᕕց23ቇ7ν࿲छϯȂ࢐ᖂᕕցޟ15.8%ȄΙૡپᇳȂ೻ড়ҁቋϴѧີήѴ୽೿ᚇ۹ȂӔ׽ԙآᅭᅴ፲ൟޟհݲȂौШӵΙএཱི୽ড়೩ᘈ௃ᓞୈଔپுԙђȄ12)GrowthabroadisincreasinglyimportanttoWal-Mart,saidBurtFlickingerIII,aretailconsultantwhohasfollowedthecompanyforyears.“AseffortstoblockWal-MartstoresinthecontinentalUnitedStatescontinue,Wal-MartdesperatelyneedstobesuccessfulinSouthAmericaandinsouthernAsia,”hesaid.ᢎᄆآᅭᅴӻԑޟႭ୵៫୰യҳպݓਿᇳȂ੕ѴԙߝᄇآᅭᅴРઉ१ौȄтᇳȈȶӵछ୽ҏπȂآᅭᅴᘗᘈࡻ៉ᎏڗߢᛤȂѺफ़ϸሯौӵࠒछڷࠒٳᕕுԙђȄȷ಑ΠഋӋ;Ȉ൐ԅ၌ᇳ!第1段◎lostintranslation（片語）原指翻譯作品中原文的意境或韻味未能在譯文中完全展現；此處引伸意義為，公司向海外擴點時，美國本土的銷售配方在海外市場行不通◎inearnest（片語）認真地；正式地◎mixed(adj.)好壞互見；成敗不一第2段◎stake(n.)股份◎Seiyu(n.)（日本）西友（超市連鎖店）◎retailer(n.)零售商◎PuertoRico(n.)波多黎各（西印度群島中的島嶼，為美國屬地)第3段◎Bentonville,Arkansas(n.)美國阿肯色州的班頓維爾市◎shareholder(n.)股東；annualshareholdermeeting年度股東大會；股東年會◎Walmartcheer(n.)沃爾瑪歡呼口號第5段◎obstacle(n.)障礙◎sellout(v.)出售一空；賣到沒貨◎encroachment(n.)入侵；進佔◎Carrefour(n.)家樂福（大賣場）◎competitor(n.)競爭對手第6段◎union(n.)工會；unionorganizers(n.)工會幹部；unionize(v.)組織工會◎